Bad to great: The path to scaling up excellence. Leaders who aim to boost organizational performance often start with efforts to kindle good behavior, however they define it.
Yet case studies and rigorous academic research show that if you want to create and spread excellence, eliminating the negative is the first order of business. Destructive behavior—selfishness, nastiness, fear, laziness, dishonesty—packs a far bigger wallop than constructive behavior. Organizational researcher Andrew Miner and colleagues, for example, measured the moods of 41 employees at random intervals throughout the workday. The researchers discovered that negative interactions with bosses and coworkers had five times more impact on employees’ moods than positive interactions.
6 Habits of True Strategic Thinkers. In the beginning, there was just you and your partners.
You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic. " Whatever that means. If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. This is a tough job, make no mistake. After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Steve Jobs and The Bobby Knight School of Leadership - David Aaker. By David Aaker | 10:45 AM March 13, 2012 I believe that Steve Jobs was among the best CEOs of this generation because he created entirely new categories six times in a decade, and built the largest company market cap ever.
Yet two recent and excellent books (Inside Apple, by Adam Lashinsky and Steve Jobs by Walter Issacson) describe a management style that was disturbingly harsh. To understand Jobs’s success, I find it helpful to look at the success of Bobby Knight, the fabled basketball coach at Indiana. Knight was one of two coaches to win over 900 games, won the NCAA championship three times, and was the national coach of the year four times yet had a management style similar to Jobs (described in detail by John Feinstein’s book A Season on the Brink).
What are the common success characteristics shared by these two? Leadership. Theories Early western history The trait theory was explored at length in a number of works in the 19th century.
Most notable are the writings of Thomas Carlyle and Francis Galton, whose works have prompted decades of research. In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. In Galton's Hereditary Genius (1869), he examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when moving from first degree to second degree relatives, Galton concluded that leadership was inherited.
Rise of alternative theories In the late 1940s and early 1950s, however, a series of qualitative reviews of these studies (e.g., Bird, 1940; Stogdill, 1948; Mann, 1959) prompted researchers to take a drastically different view of the driving forces behind leadership. Reemergence of trait theory Attribute pattern approach B.F. Implementing Strategies in Extreme Negotiations. Download the PDF of this Idea in Practice.
In November 2010, Jeff Weiss and Jonathan Hughes, along with Major Aram Donigian, published an article in HBR called "Extreme Negotiations. " It described the temptations we all face when negotiating under duress—for example, acting too quickly or relying too much on coercion—and suggested that the principles of effective negotiation become even more important when the stakes are high and the pressure is on. The authors used examples from military negotiations in Iraq and Afghanistan to illustrate those principles.
Delivering an Effective Performance Review - Rebecca Knight - Best Practices. Self Managing Teams. Global Team Leaders Must Deliberately Create "Moments" - Tsedal Neeley. By Tsedal Neeley | 10:47 AM March 22, 2012 Global teams face the challenge of having to operate with limited face-to-face contact and across vast distances, time zones, language backgrounds, and contexts, as well as cultural differences.
In turn, these differences generate disruptions to team cohesion and top performance outcomes. To counter those cohesion and performance risks, managing such a globally-dispersed team requires deliberate planning that helps bridge those boundaries. In my work centered on coordination of work across national boundaries — including the implementation of a standard language — I have learned that the most powerful way to overcome these differences is for global managers to create “moments,” sometimes difficult moments.
Four types of moments make material difference: Excellence Now by Tom Peters. Saving An Iconic Brand: Five Ways Alan Mulally Changed Ford’s Culture. Alan Mulally is credited with saving Ford Motor Company--and doing it without the taxpayer’s money.
But what he really did was save Ford from itself. In the American automobile industry, Ford was notorious for its caustic corporate culture. Executives put their own advancement and the success of their own departments ahead of the bottom line.